The theory of "why" job rotation programs work:*By being in the actual work environment, as opposed to the classroom, JRP'S increase the employees interest in learning.

*A side by side comparison of normal classroom/"book" learning with on the job learning will show that job rotations learnings last longer and have a bigger impact on productivity then if we give you a book or put you in a classroom.

*Because "rotations" see the immediately results of their learning they are more likely to develop a passion for learning more.

*If managers are involved in the training process (as they are in JRP'S) they will be "forced" to come up with multiple approaches for teaching a diverse group of employees. It will also teach them more about how people learn and help managers understand and communicate to others the "why" of what they do. "Rotations", as outsiders, are more likely to ask managers why you do things a certain way, where often insiders are often reluctant to challenge the status quo.

*Having to explain work processes to others (rotations) often forces managers to analyze their own processes and this can make these processes more effective.

*By developing rotations, managers will themselves develop a passion for learning and teaching others. The increased quality be of our managers could help us to improve faster and make the company more successful.

*In addition, rotations (and their managers) have worked with so many diverse people during their rotation program they may become more flexible and agile. This would increase their ability to be redeployed or to backfill to other areas.

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